Journal Entry 2 (October 28 - November 3)

Part 1: Worksite. I observed my current worksite again this week. I am the student support manager at community college extended learning site. I manage three advisors located at two military education centers where the two installations are connected by a recently constructed bridge. We provide complete student services, online and face-to-face instruction, financial aid services, disability services, and veterans education benefits services. All of these services packed into tiny cubicle laden offices. 

Part 2: Observation. This week I observed the flow of traffic following the implementation of new signage in our office. After gaining feedback from our staff, the student services administrative team put our heads together and brainstormed ways to better support our staff during peak periods. We worked with our staff members during a brainstorming focused staff meeting to develop signage to address the traffic flow within our limited space. The signage was well received by most of the staff. However, we did have several skeptics regarding the effectiveness of our intervention. Nonetheless, we moved forward. We noticed that students were going to the appropriate person and getting more efficient services. The most important gain from this effort was the value the staff felt from having an opportunity to contribute to improving our practice and seeing the results of their brainstorming efforts. Valuing our staff's contributions and meeting our folks in the middle brought smiles to many of their faces. 

Part 3: Readings. Fullan's views on accountability really resonated with me. According to Fullan, there are five key components of an improved professional accountability model. These key factors have lead to improved institutional outcomes and student performance (Fullan, et. al, 2015, p.7).

These components are:

1. Vision and focus
2. Collective capacity and responsibility
3. Leadership development
4. Growth-oriented assessment
5. System coherence and cohesion 

The component that really hit home for me and my institution is system coherence and cohesion. System coherence involves development of a communal approach to organizational thinking. When organizations are cohesive in their collective mindset, all contributors share an equal view of the objectives and goals. A culture is created from top to bottom that values the ideas of all organizational stakeholders. Additionally, all have the opportunity to experience the growth and evolution when plans are implemented (Fullan, et. al, 2015, p.7).

Part 4: Integrations. The aim of our efforts is foster an environment where we empower, engage, and create enthusiasm for the accomplishment our organizational goals within each individual worker. We envision helping in the creation of an enhanced depth of knowledge and understanding by investing in the people delivering the services. Rather than typical top-down communication, it is our hope that we create two-way communication and understanding that leads to a shared learning environment among faculty, staff, and administrators (Fullan, et. al. 2015, p. 7).

Fullan, M., Rincon-Gallardo, S., & Hargreaves, A. (2015). Professional capital as accountability. Education Policy Analysis Archives, 23(15). http://dx.doi.org/10.14507/epaa.v23.1998